Liu Run Five Quotient-Management, Organization and Motivation Reading Notes

Management is the most fundamental, dealing with the relationship between people. To fully mobilize people's enthusiasm and initiative, managers should not only stare at the hands of the managed, but also focus on the owners of the hands, so as to stimulate people's goodwill. We can make our own specific management measures from the following five aspects:

How to stimulate employees' goodwill and make them "want to do it" in management? The most direct connection is to find the needs of employees and meet them.

Maslow's demand theory sums up two major human needs, one is the low-level demand inspired by biological attributes, which extends life. The second is the advanced demand of being born as a human being and releasing potential.

At the same time, human needs are divided into five levels:

Starting from five levels, to fully release a person's goodwill, it is necessary to identify his needs level.

The five levels of needs separated from people's attributes should be the most essential needs of people. It is the most effective way to solve people's problems and start with the most essential needs.

To make a person creative, responsible and purposeful, it is necessary to make him pay more attention to high-level needs, while gradually reducing or not paying attention to low-level needs.

so, we have two perspectives on people. First, according to the level of people to meet the needs, you can solve temporary problems. Second, on the basis of constantly solving his low-level needs, help and promote his growth and make him make more effective achievements.

all management knowledge can be used in any field. I think Maslow's demand theory should be used in self-growth.

At the same time, you can also use this theory to think about your own actions by handling the relationship with your family and transforming yourself into a family relationship manager.

herzberg, an American psychologist, put forward a two-factor theory: "health factors"-deserved; "Incentive factor"-Great

Psychologically speaking, people will not be satisfied with the "health care factor", but will be dissatisfied because they can't get it; On the contrary, people will not be dissatisfied because there is no "incentive factor", but they will feel "great"

Based on this kind of psychology of people, how to apply the two-factor theory? Still have to start from people's psychological needs: study and find out what his health care needs and incentive needs are respectively. Focus on "incentive factors". Attention should be paid to the degree of control, and the effect of "incentive factors" should not be lost and transformed into "health care factors".

1 what is deserved? for an enterprise, the most basic thing is that I go to work and you pay me, including the basic guarantee stipulated by the labor law. Once these are fixed, if you want to take them away, everyone will be unhappy.

Therefore, the so-called "deserved" refers to the fixed routine content.

For example, our company had a "safety milestone" award before, and there was a fixed cash for how many days of safe operation. However, this year's epidemic, the pressure on enterprises, canceled, everyone's hearts will be unbalanced. In addition, there are some fixed routine rewards. You can make a fuss about how much, but you can't live without it. For example, the year-end bonus is 1, this year and 5, next year. Everyone knows that this is a retreat with the enterprise, but if you cancel it, it will make everyone uncomfortable again.

2 what is too good is a pleasant surprise. According to Maslow's demand theory, people, time and place are given different incentives.

For example, during the epidemic, you can let everyone and enterprises advance and retreat, but the minimum living security of employees should be achieved, which is the lowest physiological demand; It is necessary to do a good job in guiding and motivating employees' thoughts in time, which is a safety requirement; You can use the gap without production tasks to organize some networking activities and skill competitions, which is the social demand; Centralized production, centralized rest, no production tasks, so that everyone can take a rest, which is to respect demand; Finally, at this difficult stage, encourage everyone to innovate, make contributions to reducing costs and increasing efficiency, and then give material and honor rewards, which is the demand of self-development.

whether it is a "health care factor" or an "incentive factor", it is a reward for individuals in an organization.

1 There is no clear boundary between the two, and it is possible to transform them into each other. If the incentive factors are not well grasped in terms of frequency of use, difficulty of acquisition and attractiveness, they are likely to be transformed into "health care factors", which should be paid special attention to.

2 Make sure that the incentive factors are as fair and just as possible, not for people, otherwise it will not only play an incentive role, but also arouse people's disgust.

3 The unexpected nature of "incentive factors" determines that not only the content of incentives should be unexpected, but also more innovations can be made in form to make a sense of surprise.

For example, at the annual meeting of private enterprises, there are many tricks every year, not only to distribute money, but also to stimulate the sense of collective honor. Also, do something about Maslow's demand theory. For example, it's too low to give money. Can you use the reward money as a fund, such as a travel fund, so that employees can take their families with them, be organized, eat and drink all the time, and have a leisurely play?

if we change our field, think about it carefully, such as parenting. You can't distinguish between "health factors" and "motivation factors" like a formal organization.

You are "too kind" to your child, and he can't feel it after a long time. However, one day, he went to his classmate's house with his classmate, and his classmate's mother cooked the same meal and served it on the table, and your child would feel: Ah, aunt's cooking is so delicious. However, doesn't your mother think about cooking for you every day?

So the knowledge of "adaptive bias" here can be used.

The concept put forward by Victor Fromm, a North American psychologist: Expectation Theory Incentive Level = Expectation * Valence.

It means that managers' incentive means should have the possibility of realization on the one hand, and take care of employees' psychological activities on the other hand, and should be linked to employees' desire. Fromm put forward that the psychological process of employees has three steps:

motivating people is not something that people do. It's not just how much you ask, how much you accomplish; We should also take care of employees' psychology and emotions. If the requirements are too high, they will not work, and if they are too low.

Wan Weigang mentioned in the book "What is learning?" that the best accident rate of learning is 15.87%. It means that learning is to set difficulties for yourself. If it is difficult, it will arouse enthusiasm and enhance pride. And this figure is 14.87% calculated by brain science.

performance combined with work. There must also be a difficulty adjustment in goal motivation. To grasp this degree, we must grasp the psychological process of employees.

Someone made a very vivid metaphor, which I find very interesting:

There is a case of such a company, which is also worth learning:

In management practice, some people are useless to motivate. Their sense of organization is poor, their sense of honor is weak, and the temptation of material and power is useless to them. Such people are X-type people, so they have to be managed with a stick policy other than encouragement, and by exerting external pressure, employees are forced to generate internal motivation.

The core message is: 1. Stick to the bottom line; 2. Raise the requirements; 3. Be strict in rewards and punishments.

In real work, you can meet such a part of people, feeling that any temptation is useless, and there is a feeling that you can't do anything about him. At this time, since goodwill doesn't work, you have to use tough management methods to deal with it. Don't be embarrassed, the essence of work is to do your own duty and ensure that every link is completed according to the requirements. Since you are in your post, you should at least do your job.

the bottom line standard of things, that is, the standard that should be achieved, must be achieved. Raise the standard appropriately, so that you can get it, and you can't leave him idle. Formulate a reward and punishment system and strictly implement it. You can't just reward without punishment, but be a good man.

The fairness theory comes from American psychologist john adams: the degree of employees' motivation comes from the subjective comparative feeling of the proportion of their own and the reference object's reward and input.

This comparison is mainly divided into three aspects:

There is no absolute fairness, but it is still relatively fair. "Don't suffer from widowhood, suffer from inequality." The company's situation is not good, you can pay less, but it can't be unfair. The same job post, job nature, and job task can't be more for him than for me.

conversely, motivation is actually comparison. Only contrast can show enthusiasm.

how can managers make good use of this theory?